Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/22221
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dc.contributor.authorMaheshwari, Sunil
dc.contributor.authorRay, Prantika
dc.date.accessioned2019-06-06T20:34:33Z
dc.date.available2019-06-06T20:34:33Z
dc.date.issued2017-12-13
dc.identifier.urihttp://hdl.handle.net/11718/22221
dc.description.abstractThe chairman of the 60-year old company Texica, Ashutosh Verma approached Dr. Asim Vakil, who has a wide experience in consulting turnaround activities in declining organizations. The organization had undergone few rounds of downsizing and was also reporting about 15-20% attrition in the organization. Dr. Vakil was requested to redesign the job description and the appraisal system of the employees and found several gaps in the existing process. The HR processes were not well-structured and the KPIs of the employees were not communicated to them properly. So, the team decided to deep-dive into the activity based job allocation to different employees and found interesting results. They decided to discuss their results with the chairman. The chairman asks the team to discuss the results with the top management of the organization. The meeting was aimed at identifying not only the operational issues in the organization but also the attitudinal problems in the organization.en_US
dc.publisherIndian Institute of Management Ahmedabaden_US
dc.relation.ispartofseriesHRM0239(A);
dc.subjectHuman Resource Managementen_US
dc.subjectStrategic Managementen_US
dc.titleTexica Limited (A): A Day in the Life of a Consultanten_US
dc.typeCases and Notesen_US
Appears in Collections:Cases and Notes

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